Applying the HRH Action Framework to Develop Sustainable Excellence in the Health Supply Chain Workforce(October 2013). Access Technical Brief
Learn how to create a bridge between the SCM and HRHcommunities by describing how the HRH Action Framework can be applied tostrengthen the health supply chain workforce, drawing on lessons learned and successes from applications in the health sector. PFSCM's Erin Hasselberg co-authored this technical brief.
More about Health System Strengthening By the end of 2008, some four million people had access to ARV therapy in low- and middle-income countries—a dramatic 36 percent increase over the year before and a five-fold increase in five years. This rapid scale-up was made possible in part by strengthening public health supply chains globally, regionally and nationally.
Efficient supply chains—the integrated network of activities and organizations that move products and transfer information between manufacturer and recipient—are critical to sustain and expand program capacity, improve patient outcomes and save lives.
To ensure supply chain success, existing supply chains systems must be strong enough to stand the test of time. This requires both a skilled workforce and the technology and infrastructure to support their work.
SCMS collaborates with local and global partners to transform national supply chains. Our approach to short- and long-term technical assistance develops and enhances country ownership by nurturing a local work-force of skilled professionals, thereby ensuring that national supply chains are sustainable for the long term.
Falsified and substandard medicines provide little protection from disease and, worse, can expose consumers to major harm. SCMS's Tom Layloff contributed to this report from the Institute of Medicine, which lays out a plan to invest in quality to improve public health.
The United States is pursuing a comprehensive, whole-of-government approach to global health through the Global Health Initiative (GHI). GHI seeks to achieve significant health improvements and foster sustainable effective, efficient and country-led public health programs that deliver essential health care. Through GHI the Obama Administration is committed to improving and saving lives by strengthening health systems. To achieve maximum impact, GHI has a special focus on improving the health of women, newborns and children by combating infectious disease, delivering clean water, and focusing on nutrition and maternal, newborn, and child health. GHI aims to make the most of every dollar invested to ensure lives continue to improve and women and their families survive and thrive. This strategy was developed in consultation with partner countries, civil society organizations, the U.S. Congress, other donors and governments, private sector partners, and multilateral and international institutions.
Through the Global Health Initiative (GHI), the United States is investing $63 billion over six years to help partner countries improve health outcomes through strengthened health systems. The initiative has a particular focus on bolstering the health of women and girls, newborns and children by combating infectious diseases and providing quality health services. GHI aims to maximize the sustainable health impact the United States achieves for every dollar invested.
USAID's Global Health Strategic Framework sets the direction of the global health sector for fiscal years 2012–2016. This resource incorporates the principles of the Global Health Initiative, set within USAID's core development mission and priorities. The framework also includes a significant reference to SCMS, although not naming us directly, on Page 17.
This Operational Plan of the President’s Emergency Plan for AIDS Relief (PEPFAR) serves as the first PEPFAR Operational Plan for fiscal year (FY) 2010. The PEPFAR Operational Plan links all sources of PEPFAR funding, some of which are notified and detailed to Congress by other parts of the United States Government (USG). It also provides descriptions to support notification to Congress for funds from the Global Health and Child Survival (GHCS-State) account and descriptions of activities supporting PEPFAR from other appropriation accounts. It is organized into seven sections.
This guide facilitates the development of successful PBI initiatives to strengthen supply system performance, which will in turn enable these systems to improve health outcomes in low- and middle-income countries. Produced by Health Systems 20/20, USAID | DELIVER PROJECT, Supply Chain Management System project, and Systems for Improved Access to Pharmaceuticals and Services.
This USAID | DELIVER PROJECT publication serves as a guideline for Ministry of Health managers, program managers, donors and MIS program officers. The guide is intended as a reference for consideration when starting and planning for a logistics management information system (LMIS) automation project.
The USAID | DELIVER PROJECT has released its 2011 edition of the logistics handbook, considered a top training publication for public health logisticians. Read the comprehensive updates with new sections on product selection, procurement, and system design as well as resources and tools.
This USAID/DELIVER PROJECT document examines the overall goal of integrating actors, levels, and functions in the supply chain to improve customer service for public health commodities. Integration strives to take a holistic approach that acknowledges the dynamic elements in a system and how the various characteristics are interconnected.
This USAID | DELIVER PROJECT publication illustrates how public health systems can move through a process management trajectory that leads to improved supply chain management capacity, from ad hoc to organized to integrated to extended stages.
The lessons learned presented here are gleaned from the USAID | DELIVER PROJECT’s experience in designing and implementing HIV and AIDS commodity supply chains and strengthening health system capacity to manage HIV commodities. One significant lesson learned is that while HIV programs and commodities are atypical in many ways, the supply chain interventions and solutions are not unique to HIV commodities, and are largely relevant for other commodity categories. In fact, the success of HIV supply chains has catalyzed governments to use similar principles and solutions to improve other commodity supply chains.
This edition of HIV & AIDS Treatment in Practice explores the potential of mobile phones and presents case studies to illustrate the ways in which mobile phone technology is already being used in HIV treatment and care. HATIP also includes a monthly column focused on advancing the integration of HIV and TB services, exploring the challenges and practical solutions to the implementation of TB/HIV collaborative activities, and improving the diagnosis and treatment of the more difficult-to-manage forms of TB that are common in people with HIV, including smear negative, extrapulmonary and drug resistant TB.
This USAID/DELIVER PROJECT document describes both the function and organization of laboratory services and commodities needed for laboratory services, and discusses supply chain considerations for management of laboratory commodities.
This report provides a comprehensive global update on progress in scaling up the health sector response to HIV/AIDS in 2008. This report is the third in a series of annual progress reports published by WHO, UNICEF and UNAIDS in collaboration with international and national partners to document the expansion of priority health sector interventions for HIV prevention, treatment and care worldwide and the scaling up of antiretroviral therapy.
This USAID/DELIVER PROJECT paper serves as a technical resource for assessing supply chain management systems for HIV/AIDS programs in the context of system design, implementation, and monitoring and evaluation. While many tools and indicators for the various types of assessments will remain relatively standardized across commodity groups, including forecasting and monitoring and evaluation for the purposes of system design, a number of key differences exist for HIV/AIDS commodities, notably in the types of assessments, the special considerations during the process, and the frequency and follow up of assessments.
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“Immediately after the training we used the PipeLine software for determining a national two-year ARV supply plan for Mozambique. We found that it translates quantification data into something more tangible. Shipments, arrival data and last but not least: money. The reports, especially the graphs, make it a lot easier to inform and convince key decision makers of the importance of a regular and long-term supply plan.”